時間 & 地點
Date: 24 Oct, 2013 (Thu)
Time: 4:30pm – 5:30pm
Venue: H302, Residential & Amenities Complex
Date: 24 Oct, 2013 (Thu)
Time: 12:45pm – 2:15pm
Venue: Theatre 6, 1/F, Meng Wah Complex, HKU
打開Chrome，頂頭有一條藍色的提示，Google要更改服務條款了，上去看一看，原來是像Facebook那種以你的社交活動，例如對Play Store或在Google Plus上關注了某個商戶，然後這個動作他日就有可能變成該產品的「口碑廣告」，讓你的朋友可以看見及增加對產品的信心。
Terms of Service update – Google Policies & Principle
從Web 2.0到Mobile，當下最熱門的Mobile創業題目到底是什麼？參與10月12日的Mobilliance 2013你便會知道答案。
Founder and CEO at Kiip
創辦 Kiip 的 Brian Wong 在 LinkedIn 有篇熱門文章，標題是「Copycats: 最真誠的驗證」，在互聯網復製成本愈來愈低，抄襲現像愈來愈普及的情況之下，Brian 提醒各位Startups 創辦人，如果你的Startups項目被人抄襲，你應該感到高興而不是懊惱。因為抄襲與模仿，正正是最有效的市場驗證之一，證明你走對方向了。
Connect Brian Wong on LinkedIn now!
Microsoft的轉型，目標是統一各業務部門，整合資源，達到「一個Microsoft」的整體用戶經驗（Total UX）的結果，就像Apple那種從手機到平板以至商店的用戶經驗。走到這一步，方向正確，奈何速度太慢，各條主要戰線除了XBox以外，尤其是Windows 8.1 和 Surface，看不見太多曙光。
以下是 Steve Ballmer 股東郵件全文
This is a unique letter for me — the last shareholder letter I will write as the CEO of the company I love. We have always believed that technology will unleash human potential and that is why I have come to work every day with a heart full of passion for more than 30 years.
Fiscal Year 2013 was a pivotal year for Microsoft in every sense of the word.
Last year in my letter to you I declared a fundamental shift in our business to a devices and services company. This transformation impacts how we run the company, how we develop new experiences, and how we take products to market for both consumers and businesses.
This past year we took the first big bold steps forward in our transformation and we did it while growing revenue to $77.8 billion (up 6 percent). In addition, we returned $12.3 billion (up 15 percent) to shareholders through dividends and stock repurchases. While we were able to grow revenue to a record level, our earnings results reflect investments as well as some of the challenges of undertaking a transformation of this magnitude.
With this as backdrop, I’d like to summarize where we are now and where we’re headed, because it helps explain why I’m so enthusiastic about the opportunity ahead.
We are still in the early days of our transformation, yet we made strong progress in the past year launching devices and services that people love and businesses need. We brought Windows 8 to the world; we brought consistent user experiences to PCs, tablets, phones and Xbox; and we made important advancements to Windows Server, Windows Azure, Microsoft Dynamics and Office 365. We are proud of what we accomplished this year and continue to be passionate about delivering better devices and services more quickly.
To increase innovation, capability, efficiency and speed we further sharpened our strategy, and in July 2013 we announced we are rallying behind a single strategy as One Microsoft. We declared that Microsoft’s focus going forward will be to create a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most.
Over time, our focus on high-value activities will generate amazing innovation and new areas of growth. What is a high-value activity? Think of the experiences people have every day that are most important to them — from communicating with a family member and researching a term paper to having serious fun and expressing ideas. In a business setting, high-value activities include experiences such as conducting meetings with colleagues in multiple locations, gaining insight from massive amounts of data and information, and interacting with customers.
Microsoft will enable these types of high-value activities with a family of devices — from both Microsoft and our partners — as well as with our services.
As we go to market, we will primarily monetize our high-value activities by leading with devices and enterprise services. In this model, our consumer services such as Bing and Skype will differentiate our devices and serve as an on-ramp to our enterprise services while generating some revenue from subscriptions and advertising. Enterprise services continue to be an area of great strength, growth and opportunity as businesses of all sizes look to Microsoft to help them move to the cloud, manage a growing number of devices, tap into big data and embrace new social capabilities.
In the past year we took many bold steps forward in executing on our strategy.
First, we are well underway in implementing the new organization structure announced in July. The teams are working together in new and exciting ways. The key change we made is deceptively simple but profoundly powerful: Instead of organizing our teams around individual products, we’ve organized by function, including, for example, engineering, sales, marketing and finance. It ensures we have one strategy and work as one team with one set of shared goals.
Second, in September we announced we are purchasing Nokia’s Devices and Services business — including its smartphone and mobile phone businesses; award-winning engineering and design teams; manufacturing and assembly facilities around the world; and teams devoted to operations, sales, marketing and support. This is a signature event in our transformation and will bring together the best mobile device work of Microsoft and Nokia. It will accelerate our growth with Windows Phone while strengthening our overall device ecosystem and our opportunity.
Third, in September, we also announced a new segment-reporting framework. We have five new reporting segments tightly aligned with our focus on delivering innovative devices and services for both our enterprise and consumer customers. This framework was designed to give valuable insight into our progress in the key transformations we are undertaking in our businesses to drive long-term growth.
As I think about what’s ahead, I’m incredibly optimistic about what Microsoft will deliver. We are accelerating as we bring to market Windows 8.1 PCs and tablets with our partners, Surface 2, Xbox One and new phones; advance our enterprise services including Windows Server, Windows Azure, Microsoft Dynamics and Office 365; and innovate on new high-value activities.
With the decisions we’ve made this year, the strategy we’ve put in place, the organization we’ve designed, the world-class talent we have, and the devices and services we are creating, we are well-positioned to deliver growth and world-changing technology long into the future.
We have seen incredible results in the past decade — delivering more than $200 billion in operating profit. I’m optimistic not only as the CEO but as an investor who treasures his Microsoft stock.
Working at Microsoft has been a thrilling experience — we’ve changed the world and delivered record-setting success — and I know our best days are still ahead.
Thank you for your support.
Steven A. Ballmer
Chief Executive Officer
September 27, 2013
其中引用了一張由HotelClub製作的Infographic，鉅細無遺地試從各種不同的數據，分析和比較香港跟中國其他主要科技城市，例如上海、北京和深圳的差別提出一些有趣的數字和論點，例如在Co-Working Space方面的增長率、以中國為本的Tech Startup的總部分佈比例等。
Founder at Content Marketing Institute, Author of Epic Content Marketing, Speaker & Entrepreneur
Joe Pulizzi 分享了他的每朝必讀佳句，看看又是否同樣對大家都有裨益？
“If you don’t make mistakes, you aren’t really trying.”
Coleman Hawkins, Jazz Musician
“Patience, persistence and perspiration make an unbeatable combination for success.”
Napoleon Hill, Author
“I cannot give you the formula for success, but I can give you the formula for failure, which is: Try to please everybody.”
Herbert B. Swope, American Journalist
“If you have always done it that way, it is probably wrong.”
Charles Kettering, Engineer
“Judge a man by his questions, not by his answers.”
“If you try to do something and fail, you are vastly better off than if you had tried nothing and succeeded.”
The Back of a Sugar Packet (Anonymous)
Connect Joe Pulizzi via LinkedIn now
科技日新月異，尤其互聯網，網絡工具軟件不斷取代和改變傳統生產模式，對於還要在職場打滾數十年的一代，oDesk CEO Gary Swart提供了一系列你必需知道的貼士..
Three main discussions that need to happen. We need to better understand:
1. What the future of work will look like
2. How companies should respond
3. How professionals should respond as well
What the future of work will look like
1. The organization now serves a different purpose
Today, we no longer need to access resources in an ‘all-or-nothing’ way, with on-demand services quickly becoming the de facto way to access resources. “traditional organizations can be thought of as a legacy technology for getting things done. Now, we have more and more new alternatives to this way of organizing things.”
2. The structure of the workforce is shifting due to new career expectations
A growing number of people are not only requesting flexibility, autonomy and impact in their careers, but prioritizing it — leading to a surge in freelancing and entrepreneurship. Independent careers are a choice people are moving towards.
3. This is only possible because of the transparency the Internet has unlocked
The monumental shifts in the world of work are largely because points #1 and #2 dovetail so well. But the only way this phenomenon has been made possible is because of advances in Internet technology, and particularly the transparency and trust that Internet-based services have unlocked.
How companies should respond
1. Rethink how to create effective organizations
How do you replicate the water-cooler culture and positive impact of spontaneous collaboration when you have virtual team members? That will be one of the biggest questions of the next few years.
2. Reinvent what it means to be a great manager
Managers will need to be adept at integrating team members — whether they’re in the office or across the world, full time or freelancing, serving as a niche consultant or in a more general role. In some cases there will be new skills — like building camaraderie among people who have never met face to face and effectively assembling teams of specialized experts.
Connect and follow Gary Swart via LinkedIn now!
Best-selling business author and enterprise performance expert
Are you surrounded by people who annoyingly can’t get enough of the management gobbledygook and who utter one jargon buzzword after another?
The problem I have with these phrases is that they sound so pretentious and often are counter-productive because they irritate people so much and deflect from the real meaning.
For me, these are my top 30 most irritating jargon phrases used at work:
End of play
It’s on my radar
Best of breed
Low hanging fruit
Think outside the box
On my plate
At the end of the day
Run the numbers
Keep your eye on the ball
Back to the drawing board
Get the ball rolling
Bang for your buck
Close the deal
When the rubber hits the road
Move the needle
Move the goal post
Across the piece
All hands on deck
Please let me know which ones you would add to this list!
Connect Bernard Marr via LinkedIn now!
President at IMD
The CMO position is dying for four reasons:
1] Most CMOs are not really immersed in marketing activities. Too many CMOs focus on PR and communications rather than products or pricing, so as not to invade the space of the Chief Innovation Officer or the CFO.
2] CFOs have become more powerful because of tough trading conditions and short-term pressure from financial markets. The CFO is also winning the race to the very top—most CEOs now have a finance or engineering background, and few come from sales and marketing.
3] Marketing impact is often hard to measure. And when a downturn comes, the marketing budget is often the first to be cut.
4] Nobody has a clear idea of what marketing is. By contrast, most people would agree on a definition of finance or production.
Instead of feeling sorry for themselves, CMOs can take the following practical steps to reclaim some of their lost power:
1] Get rid of the CMO title, because nobody understands it. Create the new title of CCO – Chief Customer Officer. This person must be the voice of the customer in the organization, taking views and messages from the market and spreading them internally. More and more companies have a CCO or a senior executive with a similar title, from salesforce.com to the Washington Post.
2] Get the CEO to be the CMO. Having the CEO as CMO also sends a strong message throughout the organization that the customer is front and center and that marketing is everybody’s job.
3] Get the CFO on board too. Doing this requires taking some of the fuzziness out of marketing. CCOs need to be financially literate and produce hard numbers that show the return on investment from marketing.
4] Use customer knowledge to build influence. With backing from the big two in the C-suite, CCOs can use their customer knowledge to influence discussions of product design and pricing, and make a company’s offerings more sensitive to the market.
Back in the 1950s, the management guru Peter Drucker wrote that a company has only two key functions – marketing and innovation – and that all other functions should support these. Sadly, paying attention to the customer is less and less common these days. The CCO can be the first step toward reversing this trend.
So – goodbye to the CMO, hello to the CCO.
Connect to Dominique Turpin via LinkedIn now.
Chief Executive Officer at ANZ
Mao Zedong once said that: “If you want to know the taste of a pear, you must change the pear by eating it yourself” meaning that “all genuine knowledge originates in direct experience”. It’s a philosophy that I have had my entire business career.
I thought it might be useful to outline my top eight tips for doing business in Asia
It sounds obvious but it’s critical to avoid treating Asia as one country.
Avoid adopting a western mentality and believing you have the answers to “fix” problems.
In the west there is a tendency to believe that clothes maketh the man. In China, for example, the most influential man in the room might not necessarily be the man in the most expensive suit.
In many Asian countries, investors have much longer timeframes for generating returns so before embarking on an investment or business venture be aware of potential differences in expectations.
Asia is both extremely diverse and rapidly evolving, so position your business to respond quickly but in a way that does not compromise its foundations.
Recognise what’s appropriate in different markets when dealing with contacts. For example, in Hong Kong it may be reasonable for a banker to provide a corporate customer with personal investment advice but this would rarely be acceptable in Japan.
Be receptive to new ideas and ways of doing things, without sanctioning unwanted risk. This can not only help to complement existing operations but also engender trust and respect across cultures.
Demonstrating a strong commitment to long-term relationships throughout what can be turbulent investment cycles is often paramount to success.
If you are operating a company in multiple Asian countries it’s important to develop an ‘Asia Capable Workforce’. Look for Asian insiders who have deep experience in those markets.
Connect Mike Smith via LinkedIn now.
The Leadership Secrets
1. Top Leaders Want To Do Something Great: They’re Not Just Driven By The Numbers
The most successful leaders tend to be driven by a higher cause, and a drive to do something great in the world.
Steve Jobs: My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary.
Today, I can see a big difference between the majority of Western established companies, who are over-focused on near-term shareholder value, and the Chinese CEOs, who are more motivated by building their dreams.
2. Top Leaders Get That The Need For Speed Is More Critical Than Ever Before
Today CEOs are increasingly aware of the following danger: as their companies get bigger, things get more complicated, and as their companies grow older, things get slower.
Failing slowly is deadly. Failing quickly is actually not that bad.
The key for leaders is to get ahead of the game and ahead of time.
3. Top Leaders Avoid Falling Into The “Crazy 8”
They try to delegate, but quickly get frustrated and take back responsibility. They become overwhelmed as they try to do too much themselves.
Top CEOs are able to spend no more than 30% in the day-to-day, as they have managed to build a results system which does not rely on them to be a limiting hub.
And the antidote to micro-management? Leaders who have the skill to create a shared mindset and shared ambition, who can clarify what great looks like, pass on clear responsibility and then can truly let go and trust.
4. Top Leaders Lead From Within Themselves, Not By Goals Or Management Processes
“leadership is about soul, heart, and mind.
‘Soul’ is what you believe in – your values. Everyone’s values are different; it’s not necessary to converge on them.
‘Heart’ is your passion – it gives you the courage to build something and compassion and the other qualities that define who you are.
The last and least is ’mind’ – your competences.”
5. Top Leaders Build Fellowship, Founded On Connection And Strong Belief In Their Top Team
Like the model adopted in ‘The Lord of the Rings’, top leaders have found a way to lead in what is known as a fellowship.
CEOs do this by establishing a trusted inner core, encouraging frank debate, and fully devolving decision-making.
With deep trust and a shared dream established, these teams can go at hyper-speed.
6. Top Leaders Take Responsibility For Their Own Life And Happiness Outside Work
For many CEOs, the pressure means that they can often disconnect from family and friends.
In the limited time that they do try to devote to life outside work, they are often not fully present.
Crucially, leaders must take responsibility for own work/life balance and their own happiness, so that in the final analysis, they have no regrets.
Connect with Steve Tappin on LinkedIn now!
Social Innovation Manager
People talk frequently about the art of the start, but I think it’s the art of the stop that really sets apart success from failure. Yes, you need to know when to get up and get going.
Fact is, Stopping is hard, but it’s you can comfort yourself that — usually — it’s easier than starting. So make sure it’s the dead end that you must stop:
When you need a personal break.
Burned out? Overwhelmed? Not getting done what you need to do, and creating problems at work and home in the process?
When your company or project needs to pause.
Is your company or project burning the candle at both ends? Can you take a pause from a specific contract?
When someone on your team needs to leave.
Got a team member that may best excel elsewhere? Maybe it’s time to stop lighting a fire under him with new projects.
When the company has wound down.
Is your company on its last leg, but no one is sure what is the next step?
Connect Claire Diaz-Ortiz now via linkedin.
Once you have achieved product/market fit, it’s time to accelerate through the next steps of the pyramid and then begin scaling your business. Here’s a brief description of what to do at each of the steps before scaling:
Promise: Highlight the benefits described by your “must have” users (those that say they would be very disappointed without your product).
Economics: Implement the business model that allows you to profitably acquire the most users.
Optimize: Streamline a repeatable, scalable customer acquisition process by testing multiple approaches and tracking to improve the right metrics.
Effectively executing these pre-scale steps often improves the conversion rate to transactions by 5X or more. This directly boosts the effectiveness of every future marketing initiative by the same proportion. Just don’t rush into this fine-tuning phase until you have first achieved product/market fit.
Microsoft’s prototype smartwatch testing has moved over to its Surface team. Sources familiar with Microsoft’s Surface plans have revealed to The Verge that the company is now prototyping devices directly under the Surface team as the firm moves its wrist-worn device closer to reality.
Read more on the verge.
Partner at Y Combinator
One of the most common types of advice we give at Y Combinator is to do things that don’t scale. A lot of would-be founders believe that startups either take off or don’t. You build something, make it available, and if you’ve made a better mousetrap, people beat a path to your door as promised. Or they don’t, in which case the market must not exist.
Actually startups take off because the founders make them take off. There may be a handful that just grew by themselves, but usually it takes some sort of push to get them going. A good metaphor would be the cranks that car engines had before they got electric starters. Once the engine was going, it would keep going, but there was a separate and laborious process to get it going.
The most common unscalable thing founders have to do at the start is to recruit users manually. Nearly all startups have to. You can’t wait for users to come to you. You have to go out and get them.
Airbnb now seems like an unstoppable juggernaut, but early on it was so fragile that about 30 days of going out and engaging in person with users made the difference between success and failure.
You should take extraordinary measures not just to acquire users, but also to make them happy. For as long as they could (which turned out to be surprisingly long), Wufoo sent each new user a hand-written thank you note. Your first users should feel that signing up with you was one of the best choices they ever made. And you in turn should be racking your brains to think of new ways to delight them.
I was trying to think of a phrase to convey how extreme your attention to users should be, and I realized Steve Jobs had already done it: insanely great. Steve wasn’t just using “insanely” as a synonym for “very.” He meant it more literally—that one should focus on quality of execution to a degree that in everyday life would be considered pathological.
Sometimes the right unscalable trick is to focus on a deliberately narrow market. It’s like keeping a fire contained at first to get it really hot before adding more logs. That’s what Facebook did. At first it was just for Harvard students. In that form it only had a potential market of a few thousand people, but because they felt it was really for them, a critical mass of them signed up. After Facebook stopped being for Harvard students, it remained for students at specific colleges for quite a while.
Hardware startups face an obstacle that software startups don’t. The minimum order for a factory production run is usually several hundred thousand dollars. Which can put you in a catch-22: without a product you can’t generate the growth you need to raise the money to manufacture your product. Back when hardware startups had to rely on investors for money, you had to be pretty convincing to overcome this. The arrival of crowdfunding (or more precisely, preorders) has helped a lot. But even so I’d advise startups to pull a Meraki initially if they can. That’s what Pebble did. The Pebbles assembled the first several hundred watches themselves. If they hadn’t gone through that phase, they probably wouldn’t have sold $10 million worth of watches when they did go on Kickstarter.
Consulting is the canonical example of work that doesn’t scale. But (like other ways of bestowing one’s favors liberally) it’s safe to do it so long as you’re not being paid to. That’s where companies cross the line. So long as you’re a product company that’s merely being extra attentive to a customer, they’re very grateful even if you don’t solve all their problems. But when they start paying you specifically for that attentiveness—when they start paying you by the hour—they expect you do everything.
There’s a more extreme variant where you don’t just use your software, but are your software. When you only have a small number of users, you can sometimes get away with doing by hand things that you plan to automate later. This lets you launch faster, and when you do finally automate yourself out of the loop, you’ll know exactly what to build because you’ll have muscle memory from doing it yourself.
It’s easy to see how little launches matter. Think of some successful startups. How many of their launches do you remember? All you need from a launch is some initial core of users. How well you’re doing a few months later will depend more on how happy you made those users than how many there were of them.
The need to do something unscalably laborious to get started is so nearly universal that it might be a good idea to stop thinking of startup ideas as scalars. Instead we should try thinking of them as pairs of what you’re going to build, plus the unscalable thing(s) you’re going to do initially to get the company going.
It could be interesting to start viewing startup ideas this way, because now that there are two components you can try to be imaginative about the second as well as the first. But in most cases the second component will be what it usually is—recruit users manually and give them an overwhelmingly good experience—and the main benefit of treating startups as vectors will be to remind founders they need to work hard in two dimensions.
In the best case, both components of the vector contribute to your company’s DNA: the unscalable things you have to do to get started are not merely a necessary evil, but change the company permanently for the better. If you have to be aggressive about user acquisition when you’re small, you’ll probably still be aggressive when you’re big. If you have to manufacture your own hardware, or use your software on users’s behalf, you’ll learn things you couldn’t have learned otherwise. And most importantly, if you have to work hard to delight users when you only have a handful of them, you’ll keep doing it when you have a lot.
Read full article on paulgraham.com now!
CEO Xinfu, Host of BBC CEO Guru & Founder, WorldOfCEOs.com
(1) Defy Convention; Forget Today’s MBA
Don’t automatically follow your parents’ advice. Advice to get a profession, and work for an already well-established and well-known company is rooted in the old world of work. Don’t do an MBA while it’s a Master Of Business Administration. To change my view, it would take better courses to emerge, like an MBL or Master Of Business Leadership.
(2) Take More Risks In Your 20s And Early 30s
“Every time I’ve moved company, people have thought me mad. I’ve left successful positions with great prospects for riskier options because I get frustrated if things aren’t moving fast. The key thing is to keep life fun and not to get bored. Get out there and take risks.” James Bilefield, President, Digital, at Condé Nast International. Fail fast and fail early. According to Archie Norman, failure not only makes you a better leader. “The downside risk is lower than you think at any point in your life.”
(3) Dare To Go Into Startups Early
There’s also never been a better time to join or create a startup. In doing so, you gain a real-world, accelerated experience of far more elements than you are exposed to in a corporation. On the business side, you get a sense of the challenge of building a brand, marketing, and trying to sell a product to people who don’t know your company.
Even if it goes badly, you will gain an first-hand appreciation of what can make a business fail. You’ll realize how important managing cashflow is to any business venture, and how hard it is to get investors to trust you with capital. You are likely to face failure, and the hard reality of relationships going sour with people you trusted.
(4) Work Under A Great Leader As Part Of A “Fast Stable”
In the corporate world right now, we have a small number of highly regarded leaders. They include Virgin’s Richard Branson, Cisco’s John Chambers, Diageo’s Paul Walsh, Alibaba’s Jack Ma and Ford’s Alan Mulally. Such iconic figures often set up “fast stables”, with great people around them. What makes their companies fast stables is that you can go there early on in your career to gain hyperspace experience, with great people around you doing the same.
(5) Go Global Early
If you’re going to go global in your career, then go where the growth is. This means looking to emerging markets. A learning experience like this brings both joy and personal challenge. It’s like, if you can master China, then you have a good chance of being able to make it anywhere.
To Be Continued..
Connect to Steve Tappin via LinkedIn.
Founding Partner, Peppers & Rogers Group at TeleTech
The Consumer of the Future Will Be an Algorithm
I find fascinating about the “Linsanity” story is the fact that nearly two years before Lin started his first Knicks game there was one man, Ed Weiland, who predicted Lin’s success based on what his own unique algorithm said about Lin’s college playing statistics.
In May, 2010 on his basketball stats blog Weiland wrote, “If he can get the passing thing down and handle the point, Jeremy Lin is a good enough player to start in the NBA and possibly star.”
Many of us don’t appreciate just how empowering big data will soon be for ordinary people. We look at data as a corporate tool – “they” are tracking “us,” and we can only hope that the big corporations with all this data will use it humanely.
Read more on LinkedIn
Great article on Tech In Asia
1. “Asian internet businesses typically focus on home markets”
2. “Monetization is an uphill battle for many entrepreneurs”
3. “Online payment channels are fragmented and under-developed, hindering business”
4. “There is global demand for Asian content and platforms, but few entrepreneurs are thinking globally”
5. “Asia’s market for tech talent is being fought over globally”
6. “A culture of collaboration is slowly replacing suspicion in Asia”
7. “Internet regulation is on the rise”
You can download the full report (as a PDF) from the Economist Intelligence Unit here.
Introducing Milkmaid, the smart milk jug. Developed over the course of a month for The Quirky + GE Project, Milkmaid addresses the issue of wasted milk due to spoilage. Submitted by Stephanie Burns, Milkmaid was brought to life with the help of 1,866 Quirky community members.
Founder and CTO at HubSpot
Simple Daily Habits Of The Delightfully Successful
1. Walk away from gossip.
How: Shift the conversation. Or walk away.
Why: Gossip also diminishes everyone involved. Delightfully successful people talk to other people instead of talking about them.
2. Spend five minutes in another person’s shoes.
How: For five minutes, focus on what your manager needs. Forget your job description: What does your manager hope to accomplish? What are her targets?
Or focus on a customer. Forget what you provide: What does that customer hope or need to accomplish? What are his goals?
Or focus on a particular employee. What are her career goals? What is she struggling with that impacts her performance?
Why: The best way to build your own long-term success is to help other people succeed.
3. Give one person unexpected praise.
How: Go out of your way to recognize a person who did something well: A colleague, a manager, a customer, a vendor… all you have to do is say, “I was really impressed by how you…”
Why: Appreciating other people, especially people who may not expect it, creates a solid and lasting connection.
4. Do one thing no one else is willing to do.
How: Do a little extra research. Put in a little more prep time. Revisit what others assumed was a dead end. Take one more shot at salvaging a damaged customer relationship. Make one more phone call, send one more email, reach out one more time.
Why: Do the same things as everyone else and your career success will be the same as everyone else.
5. Shine the spotlight on one person.
How: Why you share milestones achieved and dependent tasks completed. Say, “I’d like to thank Liz for jumping in to help us sort out the logic issues in the routing software. Without her we never would have pulled this off.”
Why: And soon everyone will want to work with – or for – you.
6. “Sell” one thing.
How: Convince someone to try something new. Convince someone to let you help them out. Convince your manager a new initiative will pay off.
Why: Learn how to sell and you can do almost anything… because you’ll know how to get awesome people to work with you.
7. Give one person an unexpected hand.
How: Say, “Hey, I’m swinging by accounting… is there anything I can do for you while I’m there?” Say, “Hey, I finished up a little earlier than I thought and I’ve always wanted to learn about (that)… can I help you for a few minutes?” Offer to help in a way that feels collaborative instead of gratuitous or patronizing. And then actually help.
Why: that means others will see you as a real leader… even if you’re not in a formal leadership position. Yet.
8. Admit one failing.
How: Say you were wrong. Say you are sorry. Make a joke at your own expense. Ask someone for help (because that implicitly shows you don’t have all the skills or answers.) Admit you bit off more than you could chew.
Why: When you do, you’ll find it much easier to work to improve your weaknesses. Plus you’ll find that other people will gladly help you, usually without being asked.
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Motorola VP Global Brand and Product Marketing, Brian Wallace: What we are doing which is very different is assembling [Moto X smartphones] here in the U.S. in our assembly plant in Fort Worth, Texas
Brian Wallace 說的話，有一部分跟 Steve Jobs 第一次介紹 iPhone 的時候好相似，當時 SJ 話：「智能手機之所以唔太智能，係因為每部機都有相同既 Keyboard，忽略咗唔同既 Application 卻需要唔同既 UI。」
“Smartphones are very different than other tech products a consumer owns,” Mr. Wallace said. “They’re closer to shoes or a watch. You carry it with you everywhere you go. Everyone sees what phone you’re carrying and they judge you on it. Yet it’s the one thing you carry that’s the least customizable.”
連 tagline 都是「Designed by you. Assembled in the USA」，到底個人化去到那個地步？
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